Rjmp 2012 Master Overview

January 2008 Management Programs by DESIGN 1

R.J.M.P Retail Jewelry Management Program

LEADERSHIP

COMMUNICATION

STRATEGY

January 2008 Management Programs by DESIGN 2

R.J.M.P

Vision Cycle

Planning Execution

&

Holding Accountability

Chaos into Order

To improve

Efficiency & Productivity

Taking Confusion

&

Creating Understanding

January 2008 Management Programs by DESIGN 3

David Robinson – What you get!

30 years experience in the Retail Jewelry business

20 years in senior management executive positions in

operations

Experienced in exclusive independents and multi store

operations in the UK, Caribbean and the US including Alaska

Retail Jewelry Diploma through St.Dunstan’s University,

London

Experience equivalent to a degree in Bachelor of Business

Administration

January 2008 Management Programs by DESIGN 4

David Robinson – What you get!

Top-performing, solutions-driven executive with exemplary experience leading organizations through change, revitalization, turnaround, and accelerated growth

Credited with driving significant revenue gains and bottom-line profits through strategic business development leadership

Skilled at designing and implementing organizational infrastructures and business plans that maximize performance, quality, efficiency, and profits

Decisive and results-oriented with outstanding negotiation and organizational skills. Adept at building relationships based on

mutual trust and benefit

January 2008 Management Programs by DESIGN 5

David Robinson – Areas of Expertise!

Alliances & Partnerships

Brand Management

Change Management

Competitive Positioning

Cost Reductions thru Organizational restructuring

Employee Development

Financial Management

Human Resources

International Business

Negotiations

New Business Development

Operations

P&L Accountability

Revenue & Profit Growth

Strategic Planning and Development

Training

Vendor Relations

January 2008 Management Programs by DESIGN 6

Understanding Key Performance Areas

KPA Management

Leadership

Planning & Organizing

Communication

Decision Making

Team Building

KPA Store

Sales Performance

Human Resource

Merchandise Performance

Standards Of Presentation

The Business Process

January 2008 Management Programs by DESIGN 7

Key Performance Indicators

“Operational Toolbox”

1. Recruitment, Induction, Training & Coaching (All)

2. Store Visit Report (Executive & Store Manager)

3. Staffing Profiles (Store Management)

4. Sales Performance (Executive & Store Manager)

5. Standards Of Presentation (Store Team)

6. Store Visit Checklist (Store Management)

7. Productivity Statistics (Executive & Store Manager)

8. Strategic Marketing (Executive & Store Team)

9. The Business Process (Executives & Store Team)

January 2008 Management Programs by DESIGN 8

KPI-01 Recruitment, Induction, Training, Coaching

This program begins with recruitment and where to start and then concentrates on the importance of induction, training and coaching of any employee at store level

Establishes recommended headcounts based on store size, location and sales plan and is built as a cost of sales on base salary and commission projections

Recommends methods to attract candidates and utilizes interview questionnaires to ensure you are hiring the right person for the position you are hiring

Specific programs are available to approach your NEW employee right from day one through to career progression and coaching discipline where required

THE LITTLE BLACK SALES BOOK is a must have for all NEW recruits and is particularly useful to anyone completely new to the jewelry business

Also available are fast fact product sheets, training workshops, mind leaders programs and a library of various training tools for every position

Approach under performance in a positive way with proven methods to develop an individual or a group to succeed through teamwork and self discipline

January 2008 Management Programs by DESIGN 9

KPI-02 Store Visit Report

Detailed analysis by senior management attached to Operations

Specific performance issues are highlighted in relation to general operating

procedures and sales performance, HR & Staffing, Merchandise, The

Business Process, Store Development and your competition

Detailed S.M.A.R.T Objectives are outlined for action by regional and store

Management which is, Specific, measurable, agreed to be Attainable,

realistic by the team, with a determined deadline-TIMEBOUND

On going review of objectives until complete. Level I report highlights the

performance issues, Level II highlights review and feedback and re-

establishes deadlines, and Level III report is now at critical stage and could

hold specific accountability to the point of re-assignment and or disciplinary

action

January 2008 Management Programs by DESIGN 10

KPI-03 Staffing Profiles

This planning and organizing tool is critical to the success of the operational effectiveness of any store

Statistics on planned and actual sales for the week along with key metrics on traffic, conversion rates, transactions and average transactions by store

Advanced planning of work schedules for Mgt, back office and sales team including start, finish times, hours worked vs. hours of operation and holds P&L accountability as a planned cost of sales

Putting The Right People in The Right Place at The Right Time

The results reviewed and strategies in place to address performance shortfalls where applicable.

January 2008 Management Programs by DESIGN 11

KPI-04 Sales Performance

Reporting analysis in relation to performance in sales by store, by vendor, sales professional and senior management…subject but not limited to the following…

Regular updates by store and region on productivity performance to last year and plan by day, week and month…these reports are all designed by Operations and updated in catapult format by IT…

Daily Flash Sales Report

Weekly Flash Sales Report & Productivity

Monthly Flash Sales & Productivity

Monthly Productivity Performance by store

Monthly Productivity by merchandise division by company & store

Monthly Productivity by vendor

Quarterly reporting available on all of the above along with YTD analysis

January 2008 Management Programs by DESIGN 12

KPI-05 Standards Of Presentation

This tool assigns responsibilities and accountabilities in relation to

store standards in merchandise presentation and maintenance

The Rules of engagement relate to specific areas of merchandise

based around the checklist provided

Case Descriptions are highlighted by store and Sales Associates

assigned to each

The compulsory 3 page checklist is completed every month by the

owner and departmental or store manager

Utilize The Visual Merchandising Guidelines

January 2008 Management Programs by DESIGN 13

KPI-06 Store Visit Checklist

This tool is a detailed 5 page document to be utilized at least every 8 weeks.

It details current Sales Performance by MTD/YTD and last year at the time of the visit

Details the results on the performance standards vs. plan on transactions, average transaction, conversion rates, overall productivity and gross margin

Departmental areas are graded to a standard along with every critical element of store operations

Reviews marketing initiatives and incentives, warehousing and back office facilities, understanding of operating plans and KPI understanding and utilization

Reviews The Business Process for compliance to ensure controls are in line with expectations

January 2008 Management Programs by DESIGN 14

KPI-07 Productivity Statistics

Review of store performance against standards planned for the

fiscal year in the following ;

ADJUSTED TRAFFIC

TRANSACTIONS

AVERAGE TRANSACTIONS

CONVERSION RATES

OVERALL PRODUCTIVITY…

The results reviewed and strategies in place to address

performance shortfalls where applicable.

January 2008 Management Programs by DESIGN 15

KPI-08 Strategic Marketing

The development of a strategic annual media plan

Explores all avenues of advertising opportunities within the market including but not limited to

Controls and tracks all disbursements and returns on vendor co-op agreements

Event planning to include proven revenue driving initiatives that also increase client awareness

Cruise Ship Promotions

Newspaper & Magazine Media development & distribution

Duratrans & Billboards

Internal co-op opportunities including window share & catalogue programs that drive positive balance sheets

Event Examples; Annual SALE Event (Largest Revenue Driver) Swiss Watch Fair, Vendor specific events, Client appreciation Event

January 2008 Management Programs by DESIGN 16

KPI-09 The Business Process

Operations – The Information Station The Business Process for operational purposes is any

information relative to the following that is available to assist in

dealing with many of the administrative functions attached to

store management;

1. Internal Audit (IA)

2. Human Resources (HR)

3. Information Technology (IT)

4. General Administration (GA)

5. Customer Service (CS)

6. Repairs

January 2008 Management Programs by DESIGN 17

Operational Mission

Commitment and buy in from field management

Implementation of key initiatives as directed on time

Review progress at regular intervals in accordance with schedule on KPI’s

Constant feedback and follow up to ensure compliance by all concerned

Understanding the reasons for the initiatives and consequences if not utilized

Spend the right amount of time preparing, planning and communicating and lead from the front line by example and you will succeed